论文题目： A公司城市轨道交通建设PPP商业模式研究(硕士)(论文40000字)
（英文）：Research on PPP Commercial model of Urban Rail Transit Construction of Company A
摘 要
伴随社会经济的快速发展，城市轨道交通在城市发展中所起到的作用越来越高，城市轨道交通建设、营运情况已经成为了一个城市社会经济实力的一个标志。近些年来，我国城市化发展速度不断加快，城市人口的井喷式增长以及社会经济的快速发展促使城市轨道交通快速发展，当前我国城市轨道交通正处于快速发展时期。就城市轨道交通建设问题，我国国家通过出台相关土地、环境、能源政策，促使城市轨道交通建设以高密度集约化方向进行对城市态度以及城市地下空间的开发。通过国家政策引导，实现城市快速发展背景下城市轨道交通建设的交通走廊的完善。我国政府明确指出城市轨道交通系统其所具备的合理性、科学性将实现城市土地开发利用朝向集约化发展，逐步推进轨道交通的规划建设。
“十二五”期间，城市轨道交通通车里程达3286公里，累计已有25座城市的112条线路通车运行，较“十一五”末期通车里程1430公里，相比增长1850公里，增幅达到130%。且在7种城市轨道交通制式中地铁中仍占据绝对主导地位，占比高达73.4%。相比于2011年，2016年新增线路总长度高达288公里，增幅高达85.8%；而与2015年相比，线路新增长度高达445公里，增幅高达20.2%。其次，我国城市轨道交通呈现多种制式共同发展的趋势，根据我国权威部门所公布的数据显示，我国城市轨道中地铁通车里程数于2017年为3881.8公里，相比于2016年增长709.8公里，且，其他制式的通车里程也在增加，地铁虽说仍占据着轨道交通的主导地位，但是其影响与作用正在逐渐减弱，其它制式结构如现代有轨电车已开始凭借自身的特点优势得以迅速发展，据中国城市轨道交通协会统计，“截止2016年末，城市轨道交通中轻轨、市域快轨、有轨电车通车里程数分别为233公里、412公里和183.77公里。
现阶段我国城市轨道交通正处于快速发展时期中，完善城市轨道交通体系发展，实现城市轨道交通的稳步建设，优化城市轨道交通布局，是地方政府为实现城市轨道交通发展需要着重考虑的问题。城市轨道交通建设、运营、运营里程、客流量的逐年增加，一方面，对于投资体量巨大的轨道交通来说，这势必给政府财政带来不少压力。另一方面，客流量的大幅增加也给轨道交通运营带来了很大的挑战。为此，国家在轨道交通领域积极推行PPP模式，以期解决轨道交通的投融资、建设与运营问题，从近两年的实施情况来看，轨道交通领域PPP实施的效果较为明显，一定程度上缓解了政府的财政压力和运营专业化问题，但是也存在着一些亟待解决的问题。
城市轨道交通市场潜力巨大、前景广阔，城市轨道交通建设项目也逐渐向着规模越来越大、建设周期越来越长的方向发展，对于市场中的投资者或其他企业来说，这样的特性也就意味着投资额巨大、风险高、投资回收期长等特性，在日趋激烈的市场竞争环境下，更好的保证轨道交通的建设能满足国家和人民的需求，企业如果要实现更大更强的发展目标，必须即时转变和创新观念，跟随市场变化及时改革、调整、优化商业模式，才能在瞬息万变的市场竞争中赢得一席之地，实现企业的可持续发展。因此，本文对现阶段主流商业运作模式进行分析研究，以此为企业发展转型寻找方向。通过采取最优化方式进行市场拓展，以此实现企业的扩张，提高企业效益，确保企业能够与更好更快发展。
过去数百年中，不断上演着企业兴衰交替的故事，企业商业模式也不断更迭。商业模式本质是什么，其背后有哪些规律特征，为什么有的商业模式可以盛极一时，却最终会毁于一旦。商业模式指的是企业实现盈利的方式或是途径，也可以称之为企业发展战略。商业模式的优化创新不仅仅能够为企业技术发展指引方向，同时还能够促使企业内部组织结构、企业文化、企业资源配置等方面的优化创新。即商业模式的优化创新实质是系统性的创新，这也是当前国际产业竞争、企业发展的主要趋势。
商业模式描述企业如何创造价值，并伴随着时间、技术和企业认知的发展不断向前推进和演化。在传统的商业模式之下，城市轨道交通建设过程中的总投资只能由政府承担，其运营过程中出现的亏损只能由政府进行补贴，从这一点来说，对其商业模式创新策略进行研究是非常有必要的。城市轨道交通建设商业模式的确定要根据当地的人口、经济等多方面综合因素来进行考量。本文将针对现代城市轨道交通建设的商业模式创新策略进行研究。
中车四方车辆有限公司是中国中车股份有限公司的全资子公司，前身为四方机车车辆厂，始建于1900年；主要从事铁路高档客车、高速动车组的研发制造与修理，各类机客车、城市交通装备的研发制造与修理，公路铁路两用专用车辆制造与修理，机车车辆技术服务，物流及新材料等业务。2013年中车四方车辆有限公司以“新型导轨电车系统产品”为代表进入城市轨道交通建设市场，逐步以传统的商业模式开展了市场开拓和项目建设、实施，取得了较好的成绩；期间遇到了城市轨道交通建设的政策观念、理论认识、技术、融资、投资、建设实施、管理运营服务等等诸多新的难题，也对其中多项问题形成了初步的有效方案和模式。
论文以中车四方车辆有限公司（定义为A公司）城市轨道交通建设产业的商业模式研究及PPP商业模式实践应用为研究对象，分析A公司城市轨道交通建设市场商业模式现状，根据城市轨道交通系统的市场特点，对A公司城市轨道交通项目的商业模式中存在的主要问题进行科学性的识别并加以分析。以A公司城市轨道交通项目营销建设具体去信息为基础建立了适合A公司的城市轨道交通项目营销建设PPP商业模式，提出PPP商业模式在城市轨道交通建设中的实施要点。旨在为A公司城市轨道交通市场发展提供思路和借鉴。
关键词：城市轨道交通建设，商业模式，PPP
Abstract
With the acceleration of urbanization in the world, urban rail transit construction and operation have become an important symbol of comprehensive national strength, urban economic strength, technology power, the living standard of people and modernization. Urban rail transit plays an increasingly vital role in economic and social development. In recent years, the development of urban rail transit in China is entering a new phase with the rapid growth of urban population and economic and strong promotion of public policies. Under the guidance of land, environment, energy conservation and emission reduction policies, the development and utilization of urban land will be developed in the direction of intensive intensification. In this direction, the transportation corridor which is suitable for the construction of fast rail transit with large capacity will be continuously expanded and improved in the city.
The central and local governments have realized that a well-planned urban rail transit system can become the center link and engine of development of intensive land use, and gradually promotes planning and construction of the rail transit.
During the "12th Five-Year Plan" period, the mileage of urban rail transit reached 3286 kilometers, with a total of 112 lines opened in 25 cities. Comparing with the end of “11th Five-Year Plan”, the mileage has increased 1850km from 1430km, a 130% rise. Among them, the subway still occupies the absolute dominant position in the seven types of urban rail transit systems, accounting for up to 73.4%. The length of the newly opened line in 2016, the first year of “13th Five-Year Plan”, increased by 85.8% compared with the 228km in 2011 and increased by 20.2% compared with the 445km in 2015.
Secondly, the urban rail transit in our country shows a trend of common development of various systems. According to the China Urban Rail Transit Association, the mileage of the subway increased from 3,172 kilometers in 2016 to 3,881.8 kilometers in 2017, meanwhile, the opening mileage of other types of rail transit is also increasing. Although the subway still occupies the leading position of rail transit, its influence and effect are gradually weakened. Other types of rail transit such as modern trams have begun to develop rapidly by virtue of their own characteristics and advantages. According to statistics, as of the end of 2016, the operating mileages of the light rail, Trams and urban rail transit reached 233 km, 183.77 km, 412 km.
China has entered a new period of rapid development of urban rail transit. Accelerating the construction of urban rail transit and improving the comprehensive urban traffic environment have become the top priority of the current urban development.
The mileage and passenger flow of urban rail transit are increasing year by year. On the one hand, it is bound to put a lot of pressure on the government finances. On the other hand, the large increase of passenger flow also brings great challenges to the operation of rail transit; therefore, the state actively promotes the PPP mode in the field of rail transit in order to solve the problems of investment and financing, construction and operation of rail transit. From the implementation of the past two years, the effect of PPP implementation has become more obvious in the field of rail transit. This has alleviated the government's financial pressure and operational specialization to a certain extent, but there are still some problems to be solved urgently.
Urban rail transit market has huge potential and broad prospects. In the meantime, the scale of urban rail transit construction projects has become bigger and the construction period has become longer. For investors or other enterprises in the market, such characteristics also mean that the huge investment, high risk, and long investment recovery period. Under the fierce market competition, building urban rail transit with the higher standard is better able to meet the needs of the country and the people. In order to win a place in the rapidly changing market competition and realize the sustainable development, enterprises must have innovation ideas to adjust business models based on market change. Therefore, this paper makes a research and analysis on the mainstream commercial operation mode at present, with a view to defining the direction and goal for the development and construction of the enterprise. In order to achieve the better and faster growth and promote the expansion of enterprise scale and benefit, enterprises need to expand the market in the most effective way.
Over the past few centuries, enterprises have been on the rise and fall, and the business model has changed. What is the nature of the business model, what are the rules behind it, and why some business models can be very prosperous, but they will end up destroyed. Business model is the right way and method of corporate profits, is the top of the corporate strategy design. Business model innovation is not only the choice of direction and route of business technology, but also involves the all-round and deep-level revolution of business organization, culture and resource allocation. Therefore, the essence of business model innovation is systematic innovation, which is also a new trend of international industrial competition.
Business models describe how businesses create value and move forward and evolve along with the development of time, technology, and corporate awareness. Under the traditional business model, the total investment in urban rail transit construction can only be borne by the government, losses arising from the operation of rail transit can only be conducted by government subsidies; therefore, it is necessary to conduct innovative research on its business model.
The business model of urban rail transit construction is determined by the local population, economy and other comprehensive factors. This paper will study the business model innovation strategy of modern urban rail transit construction.
CRRC Sifang Co., Ltd., a wholly-owned subsidiary of China South Locomotive and Rolling Stock Industry (Group) Corporation (abbreviated as CRRC), is a nationally accredited high and new technical company. The company was the former Sifang Locomotive and Rolling Stock Works, founded in 1900. The company has several major industrial structures and manufacturing bases, covering manufacturing and refurbishing of railway high-grade passenger coaches, manufacturing and refurbishing of high-speed EMU, repair and maintenance of all types of passenger cars, urban transport equipment, rolling stock technical services, casting and forging and logistics.
This paper takes the urban rail transit construction business of CRRC Sifang Co., Ltd. (defined as Company A) as the research object and analyzes the present situation of the market business model of the urban rail transit construction in Company A; furthermore, to systematically identify and analyze the main problems in the business model of Company A’s urban rail transit project based on the market characteristics of urban rail transit system. In view of the specific situation of marketing and construction of urban rail transit project of Company A, a PPP commercial model for marketing and construction of urban rail transit project for Company A was established, and the key points of implementation of PPP commercial model in urban rail transit construction were proposed. This paper aims to provide ideas and references for the development of Company A in the urban rail transit market.
Keywords: Urban rail transit construction，Commercial model，PPP
目 录
第1章绪论 1
1.1研究背景及意义 1
1.1.1研究背景 1
1.1.2研究目的 2
1.1.3研究意义 2
1.2本文研究框架 3
1.2.1研究方法 3
1.2.2基本路线 3
1.2.3论文研究内容 3
第2章 相关成本理论综述 5
2.1城市轨道交通建设及其商业模式相关概念 5
2.1.1 城市轨道交通的概念 5
2.1.2 商业模式的概念 8
2.1.3 城市轨道交通建设PPP商业模式的主要内容和特点 9
2.2国内城市轨道交通建设商业模式研究现状综述 13
2.2.1目前国内城市轨道交通建设的商业模式 13
2.2.2 各商业模式优劣分析 15
2.2.3 城市轨道交通建设PPP模式的契合性 17
2.3商业模式构成要素及相互关系 18
2.3.1 商业模式构成要素 18
2.3.2 商业模式构成要素相互关系 21
2.3.3 轨道交通建设PPP模式相互关系概念模型 21
第3章 A公司城市轨道交通建设商业模式的现状、问题及成因分析 32
3.1 A公司概况简介 32
3.1.1 A公司现行组织架构系模型 32
3.1.2 A公司经营和市场情况 33
3.1.3 A公司轨道交通建设市场的核心资源 34
3.2 A公司城市轨道交通建设PPP商业模式现状 37
3.2.1 A公司优化适应轨道交通建设市场的组织架构及职能 37
3.2.2 A公司开发城市轨道交通建设产品适用性 38
3.3 A公司城市轨道交通建设PPP商业模式存在问题 41
3.3.1 A公司PPP商业模式采用“大客户营销”概念 41
3.3.2 A公司城市轨道交通建设PPP商业模式方案不成熟 41
3.4成因分析 43
3.4.1 客观原因分析 43
3.4.2 A公司主观原因分析 43
第4章 A公司改进PPP商业模式方案的分析与选择 45
4.1 A公司轨道交通建设PPP模式选择原则 46
4.1.1经济性原则 46
4.1.2系统性原则 47
4.1.3可操作性原则 47
4.1.4战略性原则 48
4.1.5可持续性原则 49
4.2A公司轨道交通建设PPP模式改进方案对比 50
4.2.1 河北项目PPP商业模式概况及分析 50
4.2.1.1 河北项目概况 50
4.2.1.2 收入来源及预测估算 51
4.2.1.3 项目建设PPP商业模式选择 52
4.2.1.4 河北项目PPP商业模式效益分析 52
4.2.1.5 河北项目PPP商业模式风险评估及应对措施 55
4.2.1.6 河北项目PPP商业模式发展 56
4.2.2 安徽项目PPP商业模式概况与分析 57
4.2.2.1 安徽项目概况 57
4.2.2.2 收入来源及预测估算 58
4.2.2.3 安徽项目PPP商业模式的运作方式 59
4.2.2.4 安徽项目PPP商业模式效益分析 60
4.3 PPP改进方案的总体思路和主要内容 61
4.3.1 明确项目方案标的范围 61
4.3.2 明确项目方案收入来源、数额及相关策略 62
4.3.3 系统性考虑项目方案的风险 63
第5章 A公司改进PPP商业模式实施策略 64
5.1 A公司改进PPP商业模式实施步骤 64
5.1.1 投资范围以及建造成本确定方式 64
5.1.2 特许运营期年限 65
5.1.3 运营收益及风险分担方式 65
5.1.4 运营成本及风险分担方式 66
5.1.5 社会投资方回报率 66
5.1.6 政府购买服务补贴资金确定方式 66
5.1.7 建立合理可行的退出机制 67
5.2 A公司改进PPP商业模式实施保障体系 67
5.2.1 A公司团队保障 67
5.2.2 A公司战略保障 68
5.2.3 A公司激励机制 68
5.3 A公司改进PPP商业模式复验效果 69
第6章 结论与启示 70
参考文献 71
致 谢 73 |
